As we discussed the last 2 weeks, Patrick Lencioni believes that ideal team players are humble, hungry, and smart.
What does he mean by smart? In the context of a team, smart refers to your common sense about people: being interpersonally appropriate and aware. “Smart people tend to know what is happening in a group situation and how to deal with others in the most effective way.” >
As we discussed last week, Patrick Lencioni believes that ideal team players are humble, hungry, and smart. >
When I talk to first line employees, I find that their knowledge and application of the mission and values of the company can be pretty foggy. Or, perhaps, no one told them. >
Like many of you, I’ve called myself one thing for all of my existence. Now, after being a Member of a Vistage group for 4 years and a Vistage Chair for over 17 years, Vistage is changing the name from a Vistage Group to a Vistage Peer Advisory Board. We shall call it a “Board” for short.
Just like young woman practicing saying “Nora Franco”, or “Nora Washington”, or “Nora Thomas”, instead of Nora Paller, I am now trying to say “Vistage Board”.
I pace around the house repeating phrases like:
Take that to your “Board.”
Our “Board” decided to have the retreat in October.
Who is on your “Board?” Some of your fellow “Board Members” did not agree with you on that issue.
Mind you, I think the new languaging more accurately represents the value the Members are getting out of the Group, oops, I mean “the Board”. It better communicates why high performing executives spend all of one day each month with their peers.
It connotes accountability and attention to results. We do all that.
I just keep going around the house mumbling phrases like “in my board meeting the other day”, my “Board Member” told me that, “Ed is a Member of my Vistage Board.”
Sigh. It will take some practice. If you are a Vistage Member, join me. Let go of your Group and embrace your Peer Advisory Board. What do you think? Doesn’t it make you just stand up a little straighter?
image courtesy of theprayingwoman.com
While processing an opportunity at a Vistage meeting last week, one member asked if the company had a SOP around the process being discussed.
“What’s an SOP?” asked a Second Member.The group laughed or groaned. >
Vistage Speaker Larry Haas spoke to my KEY group this week on Unmasking Multi-tasking. He thoroughly convinced the group through a hands on exercise that multi-tasking is not more effective for you or your customer. We probably won’t ever forget the exercise.
At the whim of the founder? >
Reading Shoe Dog by Phil Knight, I was reminded over and over of how crazy entrepreneurs are. First off, they are trying to create something that only exists in their heads. Then, they engage others who see the vision and are committed to making it happen to help them. >
So, the issue is critical, the relationship is important and you totally disagree. Now what?
Having the conversational capacity and the tools to structure the discussion can create the opportunity to resolve difficult issues in new ways.
In his book, Conversational Capacity, Craig Weber describes it as staying in the sweet spot where you are both candid and curious. It takes deliberate practice to do this. Otherwise you can go into flight (shut down and minimize) or go into fight (win at all cost).
What should you practice?
- Clearly and succinctly state your position.
- Provide the data behind it.
- Explain your interpretation
- Hold your position as a hypothesis not the truth.
- Test your position – what are you missing?
- Ask for others to share their positions.
Will you make better decisions? Yes.
Will you maintain the relationship? Yes.
Will you have a smart team that differentiates you from the competition? Yes.
Will it take regular deliberate practice? Yes.
Get to it.
image courtesy of globalcopywriting.com
How likely is it that someone will call out a fellow team member when they take a shortcut counter to policy, or when someone talks down to a lower ranking employee in another department? How about they know